By Aníbal Verdier - 2ValueConsulting

Having passed almost 4 months since obtaining the 3rd world cup, an achievement for the country and the historical selection, which will always remain in our memory and hearts. By diminishing the foam of the celebrations, more than deserved, by the way; I wonder: Would we have celebrated the same if we had lost the final? Would we as a country have celebrated second place? The reality is that, without deserving it, we were seconds away from losing that epic final already cataloged as one of the best finals in history.

I am afraid that the answer is NO, the criticism of journalists and public opinion would have begun, words like failure would resonate everywhere, Messi only wins in Barcelona, Di Maria is a dead man and both would surely have resigned from the national team. And this story is known....

The win-lose, success-failure polarity of finite-minded systems as Simon Sinek says are failure itself. They promote only the achievement of results at any cost in the short term, to the detriment of processes and lasting long-term benefits. In the business world, this is seen on a daily basis, since unfortunately with exceptions, the system promotes the short term. Wallstreet asks for annual results or shareholders leave, companies that don't give profitability falters quickly, managers who don't get annual targets are replaced, people who make mistakes are fired or relegated.

Additionally, the game of finite mentality lacks purpose, a just cause that goes beyond results, winning or losing, generating profitability in the short term or having a year with loss. This philosophy does not take into account processes, constancy of purpose, disruptive long-term visions, resilience, values and especially does not consider people.

James Clear, in his book "Atomic Habits" explains how small details and changes in any activity make a big difference. These changes in habits work like the compound interest formula, and are achieved through the process over time and proposes a method to achieve it. It is not an isolated victory, on the contrary, it is about many and very small victories in time.

In the game of infinite mentality, it is not about winning or losing, about beating the competition, but about persisting in the game, of competing with oneself and with time, of achieving the just cause, of achieving the purpose. When leaders act with this philosophy, they put people first, transmit that passion to their entire organization, validate error and learning, generate empowerment and commitment to the cause, motivate teams to pursue purpose. And sooner rather than later, they end up winning the match.

This is exactly what happened and the example we were given by a group of guys only 28 years old average. With Lionel Messi at the head, leader of infinite mentality and a just cause: "To be world champions with their country with their homeland", they valued the process even with several adverse results, they persisted in the game for more than 10 years, they did not give up, they consolidated the work team, they learned from their mistakes and finally achieved the goal. TO BE WORLD CHAMPIONS WITH THEIR COUNTRY.

Since the ef endedThat victory gives us, it is vital that we capitalize and learn from this experience by extrapolating this mentality to everyday life, as a country, in our companies or organizations. In politics. It is crucial to identify our purpose, the one that justifies all the short-term effort and guides the path and long-term objectives. Prioritizing the process and the forms, the path and not the destination, the system and the values; if we want to modify the final result of the match of life.

As in marathons, ultra-marathons or long-distance foot races, even at a professional level, the first 3 or 5 places are rewarded. Everyone gets on the podium for the photo, even the second hugs and congratulates the first, and among all, by the way. The last one celebrates like the first. And this is fundamentally because runners value the process more than the result, everyone understands the purpose and passion, and that if they continue to run for their cause, eventually the places on the pedestal will be reversed.

Congratulations Lionel! By the process....

- Within the framework of the #100añosYPF we recall this note from @Franco Córdoba, from @Telam



Yacimientos Petrolíferos Fiscales as many large companies had workers who knew how to develop in an environment of work, responsibility and achieve goals and objectives, which made the work of these stand out with a function, that of the Administrator in any of the fields. This is what happened to Engineer Raúl Verdier, a Ypefiano who died giving his life to the company.
His son Aníbal Verdier, an engineer by profession, and who works for the YPF of Spanish flag, now in the hands of the National State, remembers his father and remarks in dialogue with Télam that "it is a pity that YPF has lost him, because he would have made a great career, since he was a man who broke with the molds".
Verdier points out that such was his father's ability that he was sent with his family on a scholarship to the United States to do a postgraduate degree, the first of the employees who were trained abroad.
"When the first part of the company was privatized, José Estenssoro spoke with leaders from all over the country and through a consulting firm gave the best people the chance to leave with a full scholarship for a postgraduate degree in the United States, together with the family," he said.
The postgraduate was in Dallas, Texas, one of the "meccas of oil" of that time, and was the destination of the Verdier family, thanks to the work carried out by Raúl in his ypefian stage that started in 1973, in Rio Gallegos and for which at the age of forty he was already administrator of Yacimiento.
"It was incredible to arrive in the United States and do a postgraduate degree, it was not like now, but something unthinkable, where the distances were not short. It's as if today you were going to the moon: That they send us all, keep your position and also train you and pay the costs was rare and dreamed for the family, "recalls Aníbal who finished high school in Dallas.
As for Don Raúl, for his son "it was tremendous to see him study", because he could not speak English and read twelve or thirteen hours a day.
"He ate the books and did everything at the top of his lungs, because there was no agreement with any university and besides we did not have a visa. They almost threw us out, because after four months the documentation expired and we had to have it in order to justify that we were studying, "he recalls laughing, but making it clear that it was not a good situation to spend in another country.
"Dad managed with the study plan and overcame all the barriers and even negotiated with the faculty for the low level he had of language and instead of studying 4 subjects he did three and English, so as not to waste time," he added. The adversities of a different culture in a family that was accustomed to the warmth and fraternity of the Ypefianos in each of the camps or sites where they met, was the contrast of the Anglo-Saxon customs, something with which they had to live and support each other.
"It was a nice challenge, I had to lean on each of the family members. We knew we had to push ahead and study as well as possible. As we said: go forward together," he recalled.
"I studied Shakespeare, my sister who started in college, my mother who always liked to study did it with English, plus dad, everything was a mutual support," he recalls.
As for the adaptation of the Verdier in the United States, Aníbal recalls that "it was done All in a group, no one was ever left alone."
"There we were with dad, mom, my older sister and my younger brother, alone all year and there were not as many things as now to communicate. But we went out in groups to dinner, to the movies or for a walk. It was difficult to make friends, but it was an experience that today would be unthinkable: a postgraduate degree, all included for you and the family, keeping the position of dad, "said Verdier father joined YPF in 1973, after studying at the University of Cuyo, Mendoza, and working in National Roads. When he joined YPF, received as an engineer, he was sent directly to Río Gallegos, along with his wife and 40-day-old daughter.
In that camp Hannibal was born in the year 75 and his younger brother, three years later. The development of his work as a plant engineer, made Raúl Verdier rotate from the deposits of Río Gallegos, and then as Head of plant and production. At the age of five he was in Plaza Huincul, Neuquén, where he later went to Vespucio, province of Salta, in both cases as administrator.
The Verdier family when he arrived at Plaza Huincul, the largest YPF deposit, Raúl was a very important personality, the Administrator, "had as much or more importance than the Governor himself," said his son.
However, the life of this prestigious YPF engineer was cut short as a result of a fatal accident that occurred in 1994 in Mendoza, something that for his son "took away the chance to make a career in YPF and go far, because he was a great professional."
"In May 1994, before the death of José Estenssoro and after the return from the United States I was going to do a relay in Mendoza, something that my father did not want, but since his mother was there, he decided to do it. His projection after the postgraduate would take him to Comodoro Rivadavia, as one of the destinations to be an Administrator, "says Aníbal, who today works in Las Heras, province of Santa Cruz, as Head of Production.
"It was pretty abrupt what happened. In the field, on a Tuesday his second day, my dad went out with two companions to make a tour and grabbed the steering wheel because he liked to drive, he was driving slowly, as is done in the fields and in a curve a truck was cut off the steering and came on top of him, "he recalls with a lump in his throat.
"Just the biggest impact was at the door where he was driving, it was a tremendous fatality: Something unthinkable and violent for us who were in Buenos Aires, we traveled urgently," he added with the pain of an irreparable loss.
However, with the passage of time and the race that Aníbal is currently traveling, which is that of the oil tanker, he found himself in the curve of the Barranca, where his father lost his life.
"I came back and worked in that place. I made the path that Dad had to do, I thought, I stopped the truck, but then I remembered that he had taught us to look forward, that we had to continue, "he recalled.
For this son of ypefiano, his father "dedicated his life to work, with responsibility, dedication and trying to be a good employee and person", and that "was one of the best examples that are kept".
"Raul was very special, those people who break the mold and beyond that it is subjective because he is my dad. That he has left a humble family, study and work at the University of Cuyo, graduating as an engineer to support his family as he did, that makes him a great man, "he remarked.
"A pity that the family and YPF have lost him, I know that he would be directing in a high position the company that he wanted so much, because he was not a person who was going to stay watching what happened," he concluded.



Human communication has in general terms two edges. Talk and listen. It is commonly considered that speaking is the active aspect and listening is the passive aspect. This probably refers to the fact that "listening" simply happens to us, it is spontaneous, on the contrary, speaking is a voluntary act. We are all in love with our words and tend to talk, much more than we hear. Our biology, however, has given us two ears and one mouth. Is it to listen twice as much as we speak?

Listening is not the same as hearing, listening is the sum of perceiving more build an interpretation. To perceive it is necessary the total attention beyond hearing, also reading the emotional and corporal language of the interlocutor. Only then can a finished interpretation be formed. In any case, effective listening is very active; In it, the internal chatter must be turned off, those conversations with oneself that occur in parallel while we talk and move the attentional focus away from our own concerns.

In listening, there is inevitably a gap. One says what he says and the others listen to what they hear, from their own experiences, distinctions, moods and judgments. Each one is a different observer, listens and interprets in his own way, there is always a gap in every conversation. The main thing is to recognize that this gap exists, and ultimately, it is one's responsibility, to reduce it as much as possible.

Until now, effective communication has been based on what we maintain in "common". When this happens, when we listen, we only listen to ourselves. What we hear is melody to our ears. On the other hand, when what predominates is the difference, communication is compromised. We react to difference through the invalidation of the other, through disqualification.

Our history has so far been a story based on a blockage in our ability to listen to each other. We do not know how to listen to our differences, without invalidating ourselves. There is a huge gap in communication, as well as the incompetence to listen to us beyond differences in positions or opinions. Every time we enter a conversation from "positions taken", without being open to change, we engage listening. Listening to a different one requires a particular disposition: Respect. Respect is the acceptance of the other as different, legitimate and autonomous.

If we do not learn to listen to each other, we will strongly compromise our well-being and progress, paying a very high cost (not only economic) as a society.

The synergy of organizations, institutions, companies and high-performance teams in general expresses the capacity for transformation that gives us the talk of the other and that, in turn, our own speech is able to activate in others.

If what you're going to say isn't more beautiful than silence, don't say it.



From the industrial revolution to this part, marked by the advent of the scientific division of Taylorian labor, and the production chains so famous at the time, of Henry Ford; There have been enormous technological and productive changes.

The prevailing traditional management and leadership model was based largely on pyramidal structures, many coming from military organizations. In these the hierarchy was everything, the orders flowed from top to bottom, the information and decision making only for the bosses.

This model predominated when manual work (manpower) was predominant. Ordering, supervising, evaluating, sanctioning were the main functions of the chief, who sustained his leadership in formal authority. He was coercive, sometimes of a manager/foreman. At the same time, the element of fear was added, or rather the power of fear. The mistake was not tolerated.

Taylor's contribution was simple, and boiled down to two different operations. The first operation was related to manual labor and the physical dexterity of the worker as a source of productivity. And the second was to go further in introducing the components of movements and times, and thus was born the discipline that today is known industrially as "Study of Times". This study could not be done by the worker, it had to be done by the "Engineer", which generated a radical separation between the worker and the engineer/boss. That is, muscle (execution) was separated from thought (design).

At present, this paradigm is in crisis and on the way to extinction. The worker of the twenty-first century is the worker of knowledge. The traditional boss is the main obstacle to the performance of his people. Subordinates often know more than they do in their respective areas of expertise. The knowledge worker applies his knowledge by conversing. The results you generate depend not only on what you know, but on the way you converse, on your "conversational skills". It can be said that he is a conversational agent, his physical prowess has little to do with productivity. The knowledge worker participates in the decisions he executes: power is distributed. Manager tax management, or what Goleman defines as "Coercive Style," should only be used in cases of emergency in organizations.

In this area, the manager of the future (and of the present) is a leader-coach. Capable of providing spaces of "responsible autonomy". Managing by results and processes. In areas where the error must be re-legitimized. Innovation, improvement, learning, generation of new business opportunities require error and taking risks. The error (handled) becomes an achievement condition. The dissolution of fear and generation of trust are key. The manager is a leader beyond formal authority, a leader of leaders, delegating much of the initiative.

The leader as a coach, must permanently promote the optimization of conversational networks in his organization, in the efficiency of conversations, is the success of the business. His authority rests on his "ancestry" with the people, and must be won over people with whom he has no formal authority. It requires a new type of manager, deep learning, a type of learning that transforms us as a person. A management of itself.

According to Michael Hammer (Engineer, Professor MIT, known as one of the founders of "Management" and "Business Process Reengineering"), the foreman manager is dead, the new manager is a manager/coach.



The management of territories, even more so in places where extractive industries of exhaustible resources prevail, such as the San Jorge Gulf basin, cannot be addressed without first understanding and deepening the concept of Social Capital. This topic takes more relevance in these times of discussion of mining in Chubut and elsewhere in the country.

Social Capital is often referred to as the environment (like the dark matter of the universe), which links all relationships within and between organizations in society. This capital must consequently be developed and not omitted, it must be exalted prodigiously and not ignored or tried through cosmetics to underestimate its importance in the success of management.

Social capital according to Bernardo Kliksberg, is defined by 4 dimensions:
Trust in a society
-Expectations of reliability towards each other -Perception of people towards others
Capacity of associativity
-Of a society to generate all kinds of forms of cooperation. SYNERGISTIC Capacity
-Density of the social fabric (# organiz.% participating, hours of dedication)

Civic Awareness
-Attitude that people have towards aspects of collective and public interest
Ethical Values
-Fundamental part of the productive assets of society

The value of social capital within organizations generates a revolution in thinking, so leaders must acquire the skills to drive change.

For years and recognized by organizations the role of the development of Social Capital in the success of management, governments and companies, have tried to generate actions that are summarized in the concept of Social Responsibility. Today no one He argues that it is not viable to have rich companies developing their businesses in poor towns, moreover, this assertion is almost an axiom. In recent years this concept has been reinforced so much that, in order to give entity and order to it. The ISO (International Organization for Standardization) formed a technical committee to develop a SR Practice Guide that was published in Nov. 2010 with the name ISO 26000 (It is a guide not a certifiable standard).

Likewise, many business groups and second-order organizations have developed guidelines and recommendations for the implementation of practices related to the subject, among them it is worth highlighting the work carried out by the ICMM (International Council of Minning and Metals) made up of the most important mining companies in the world, which is a significant work for the extractive industry.

As I have pointed out above, the success of management (results in terms of economic, productive, and social, growth, and the efficiency and effectiveness of processes) is only possible if the territory is considered with its particularities and economic and social needs. This becomes even more crucial if it is also the exploitation of exhaustible extractive resources with potential liabilities, which result from communal property on which the territory is strongly dependent.

Without a doubt, then, managing the landAs part of the business, developing social capital, through inclusive processes that involve all social actors in the appropriate way, is a necessity and is a key factor of success.

The other success factor is trust, as S.M.R. Covey clearly puts it, trust increases speed and reduces costs. Everything flows better, everything despite the difficulties that will arise is much more effective and efficient in an environment of trust. The lack of trust is a tax that must be paid in business and on the contrary trust is a benefit that multiplies profits.
"The ability to instill, cultivate, develop and regain trust with all stakeholders, customers, partners, suppliers, workers and society, is the key leadership competency of the new global economy."

Trust makes employees, organizations, governments and the community in general act accordingly to whom they trust and therefore reduces the risks of conflict and consequently all that this entails.

Territorial development requires rebuilding trust between the actors of the territory generating clear signals in that regard. Trust is built, among other things, in ensuring that the population of the territory perceives that their problems are understood in their own terms, and the ability is to achieve it within the objectives and values of the organization.

We cannot ignore that both the Development of Social Capital and Trust are factors that alone will not generate results if we do not have management tools, proven methodology that carry out these processes.

Trust is also confidence in competencies, if people are not recognized as capable of carrying out this or that process, confidence disappears.

By way of conclusion, we can say:
• For the success of the company, it is necessary a Territory Management that considers its own particularities.
• This management must tend to the Development of Social Capital in terms, among others, of what is called Social Responsibility.
• There is a need to instill, cultivate, develop and regain trust in all actors and stakeholders.
• Managers and leaders must acquire skills to develop SR, generate trust and know and implement methodology and management tools to carry out changes.
Anibal Verdier of 2Value Consulting on text by Horacio Grillo (F)




Any extractive industry of non-renewable resources generates in the community a perception of depletion and liabilities; added to the expectations of the different stakeholders of participation in income, superior to other more conventional industrial activities, so to speak.

This situation becomes even more critical in regions where the sustainability of the place is supported by the exploitation of the resource, such as the basin of the San Jorge Gulf. In many circumstances this situation brings as consequences resistance that hinders the development of the industry itself.
That is why the generation of production opportunities for activities other than the hydrocarbon industry that may arise taking advantage of its resources, is one more way to make the business viable, manifest a responsible behavior in its exploitation and also in many cases generate synergy in the generation stages of these new industries.

Currently, the unprecedented (or not) COVID-19 pandemic has further accelerated the urgent need for productive options in the region.

Crises are indeed great opportunities to rethink the way of doing things, to challenge current paradigms, to sharpen ingenuity. The changing contexts are here to stay, finally "the only thing that is constant is change".

In this framework, I propose from my point of view, a practical guide with a methodology of technical rigor to promote the long-awaited productive diversification for all actors in the region.



What is it going to come out with now?
How many times did we ask ourselves that when we were called into the boss's office?
What happens to us in the body when we know that it will make a comment on the last deliverable or because we do not reach the goal?
Were we prepared for that conversation?
It is known that receiving feedback is not easy for most of us. Even a well-intentioned comment can change the mood, strain a relationship or generate certain barriers in communication with the leader.
Many organizations are concerned with giving tools to their leaders to provide quality feedback, which is an instance of learning for the employee and gives the opportunity to work on their points of improvement.
The question is: is the person ready to receive the message?
The good news is that if you manage to take advantage of it as an instance of learning DO NOT STOP ANYONE.
In that sense, I propose to analyze the issue from the following perspective
• Separate the message from the messenger
• Try to extract value from criticism, even when the way in which they have communicated it to us can be improved. It is not worth getting angry, or personalizing it.
• From that instance, often uncomfortable, prepare to grow, trust in ourselves, we have all the tools to achieve what we propose.
• Try not to be left alone with the observation they made, inquire, talk to clarify what does not close.
• Do not wait for the evaluation process in the organization to end to discuss performance.
Finally, remember that it may be better to ask for feedback proactively, better predisposes to observations and surely improves our personal brand.
Are you willing to take off to your full potential?
When are you going to ask your leader for a FEEDBACK conversation?



At first it was fun, we laughed, we met and learned to live with new applications, we shared the bloopers of some that showed unintentionally (others not so much) their intimacy in network, we slept more, and we solved issues of our work more productively. But over time, and as in all areas, the routine appears and you discover the "SIDE B" of the Home Office. Now you are more time connected than before, the little ones demand their breakfasts, under threats of starting to shout in the middle of your virtual meeting of your work, you connect several school zooms per day, zoom-birthday, zoom-farewells and your home you see it every day smaller.

But you know what? The other day I decided to listen again to the SIDE A of the Home Office and I liked it again like the first time, that's why I wanted to share them. I rediscovered the beauty of having lunch at home, the 4 together and outdoors (if you can), take advantage of the moment when we do homework to give a kiss and an extra hug to the mini extortionists while I wonder ... How did I pass 4th grade ?, nothing has priority over the family mates of 18 and, To complete it, I realized that my passion for negotiating and the art of influence are still intact, of course ..., I did not tell them that I trade every hour / giga of internet with the rest of my clan ...
What themes does your A SIDE have?